Harnessing the Power of Online Communities with Salesforce Ideas  Vida Killian, Dell Matthew Guiste, Starbucks Aurore Wu, ...
Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentati...
The Influence of Online Community is Growing The Web Provides a New Platform for Customers and Employees to  Voice Ideas  ...
How do take action and deliver measurable business impact?  How do I expose this wealth of  insight back to employees? Com...
Dell and Starbucks Have Paved the Way Engaging Customers, Partners, and Employees   Building loyalty and focusing the ener...
Generated Incredible Buzz
Engage  All Your Communities Online Bubble  the Best Ideas to the Top Spark  Conversations  Around Ideas Deliver  on Ideas...
Provides Community in a Box A Killer Online Community App Salesforce Ideas provides an intuitive, engaging experience so i...
 
What’s New With Ideas? Winter ‘09 Release <ul><li>Force.com Sites </li></ul><ul><ul><li>Public Sites for Ideas* </li></ul>...
Greatly Reduce Barriers to Participation
Syndicate Content Across the Web
Content Indexed by Google
Look At Ideas.com – Find Your Inspiration <ul><li>Example Communities </li></ul><ul><ul><li>Product Feedback </li></ul></u...
Vida Killian IdeaStorm Manager
LEADERS  will enter  and become   RELEVANT  in  conversations that occur   EVERY DAY  in  EVERY LANGUAGE  all around  THE ...
“ These conversations are going to occur whether you like it or not. Do you want to be part of that or not? My argument is...
DELL’S DIGITAL MEDIA  vision :  Engage in  relevant   conversations with our customers online  24/7, worldwide  in all  ma...
Digital Momentum Grows What’s Next? Benefit Example
The Story behind IdeaStorm
“ A company this size is not going to be about a couple of people coming up with ideas.  It’s going to be about  millions ...
IdeaStorm <ul><ul><li>>10,000 ideas generated by the community </li></ul></ul><ul><ul><li>615,000 promotions of ideas </li...
<ul><li>Feb. 16, ‘07:  1 st  idea submitted -  Home technology makeover show </li></ul><ul><li>May ’07:  First BIG idea  i...
IdeaStorm a rough breakdown ~4% INNOVATIVE Possible game changing ideas. <ul><li>~80% IMPROVEMENTS </li></ul><ul><li>Inclu...
Breakdown of 200 Ideas Implemented
Case Study – Latitude  (August 2008 ) COLOR OPTIONS A LITTLE ZING TO BUSINESS LAPTOPS BACKLIT KEYBOARD FOR WORKING IN THE ...
Be prepared for the initial spike of ideas Source:  http://blogs.salesforce.com/ideas/2008/07/what-should-we.html <ul><li>...
Understand expectations Customers DELL CONFIDENTIAL Customers and Employees Positive Experience Action taken  on Ideas Rec...
Provide regular updates <ul><li>Beginning - Updates were sporadic </li></ul><ul><li>Today - A dedicated blog with updates ...
Understand expectations business partners DELL CONFIDENTIAL Internal Business Partners Positive Experience Executive Suppo...
<ul><li>PULL </li></ul><ul><ul><li>Engaged Business Partners </li></ul></ul><ul><ul><li>Regularly on site reviewing ideas ...
Final Thoughts <ul><li>Expect and accept negative comments </li></ul><ul><li>Community wants to hear from Subject Matter E...
Key Coordinates <ul><li>www.dell.com /community </li></ul><ul><li>www.ideastorm.com   </li></ul><ul><li>[email_address]   ...
Matthew Guiste Program Manager, MyStarbucksIdea.com
 
Agenda <ul><ul><li>Why did you create MSI? </li></ul></ul><ul><ul><li>And how do/did you:  </li></ul></ul><ul><ul><ul><li>...
MSI Was Established to Fill a Need for Dialogue Customer Contact Center Online Surveys Passion Panel Customer Voice Focus ...
Company Involvement Structure <ul><li>Community Moderators (Idea Partners) </li></ul><ul><ul><li>30-40 throughout the orga...
Initial Marketing Efforts and Results NY Times Homepage Dual Marquis The “bug” on Starbucks.com Starbucks Cardholder  emai...
Philosophy:  How we think about engagement Today we’ll talk mostly about 1 and 2
Ideas In Action Process MSI is a way of doing business, Not a one-time event Idea Partners  Gather Information Ideas are v...
Involving Executive Level Leaders Tip:  You’ll get more Leads support if you use Ideas to support their goals Top Issues &...
Communicating Decisions <ul><li>Ideas in Action page (re-launched in August): </li></ul><ul><ul><li>Frequent “blog” posts ...
Keeping the Discussions Strong <ul><li>Keeping Moderators engaged </li></ul><ul><ul><li>Frequent monthly contests </li></u...
<ul><li>Goals  </li></ul><ul><li>For Every 1,000 Visits </li></ul><ul><ul><li>5 Ideas </li></ul></ul><ul><ul><li>10 Commen...
Key Learnings <ul><li>The conversation about your company will happen whether you like it to or not. Your only choice is w...
Further Discussion Contact:  Matthew Guiste Email:  [email_address] Website:  www.MyStarbucksIdea.com , Facebook, LinkedIn...
Session Feedback Let us know how we’re doing and enter to win an iPod nano! <ul><li>Please score the session from 5 to 1 (...
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Ideas

  1. 1. Harnessing the Power of Online Communities with Salesforce Ideas Vida Killian, Dell Matthew Guiste, Starbucks Aurore Wu, salesforce.com Track: Marketing Executives
  2. 2. Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make. The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com /investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
  3. 3. The Influence of Online Community is Growing The Web Provides a New Platform for Customers and Employees to Voice Ideas and Relay Experiences Reviews of Consumer Products Personal Blogs and Twitter Conversations Reviews of Local Services
  4. 4. How do take action and deliver measurable business impact? How do I expose this wealth of insight back to employees? Companies See Both Opportunity and Challenges How do we engage in the conversation and channel this energy?
  5. 5. Dell and Starbucks Have Paved the Way Engaging Customers, Partners, and Employees Building loyalty and focusing the energy of the community Gaining Valuable Customer Insight Hundreds of thousands of records being written to their CRM database Created a Closed Loop Process for Innovation Found a scalable way of capturing ideas and seeing them through to fruition   
  6. 6. Generated Incredible Buzz
  7. 7. Engage All Your Communities Online Bubble the Best Ideas to the Top Spark Conversations Around Ideas Deliver on Ideas from the Community Introducing Salesforce CRM Ideas
  8. 8. Provides Community in a Box A Killer Online Community App Salesforce Ideas provides an intuitive, engaging experience so it’s easy to drive participation and grow your community. Full UI Customization Customize the User Interface to match the look and feel of you website or intranet site. Self-Registration and Single Sign-On Leverage Salesforce’s out-of-the-box self-registration or setup single sign-on authentication. Reporting and Dashboards Salesforce dashboards give you a birds-eye view of your community activity Idea in Action App Turn your top ideas into projects and track things like owners, status, and estimated completion date CRM Integration Create one consolidated view of your customer so that you can run rich reports and follow up with customers based on their online activity      
  9. 10. What’s New With Ideas? Winter ‘09 Release <ul><li>Force.com Sites </li></ul><ul><ul><li>Public Sites for Ideas* </li></ul></ul><ul><ul><li>Visualforce for Ideas** </li></ul></ul><ul><ul><li>Self-Registration* </li></ul></ul><ul><ul><li>SAML Integration </li></ul></ul><ul><ul><li>Syndication* </li></ul></ul><ul><li>Moderation and Data Quality Tools </li></ul><ul><ul><li>Merge Ideas </li></ul></ul><ul><ul><li>Status Tags and Sorts </li></ul></ul><ul><ul><li>Validation rules on Ideas and Comments </li></ul></ul><ul><ul><li>Expert Icon </li></ul></ul><ul><ul><li>Suggested Duplicates*** </li></ul></ul><ul><li>The Ideas App </li></ul><ul><ul><li>Up and Down Voting </li></ul></ul><ul><ul><li>Rich Text on Ideas & Comments </li></ul></ul><ul><ul><li>Multiple Categories </li></ul></ul><ul><ul><li>My Profile Page </li></ul></ul><ul><ul><li>My Activity </li></ul></ul><ul><ul><li>My Ideas, Votes, and Comments </li></ul></ul><ul><ul><li>Community Nicknames </li></ul></ul><ul><ul><li>Delete Vote API </li></ul></ul><ul><li>New AppExchange Apps </li></ul><ul><ul><li>Ideas In Action App – Salesforce Labs </li></ul></ul><ul><ul><li>Ideas Dashboard – Salesforce Labs </li></ul></ul><ul><ul><li>Account and Contact Integration - BlueWolf </li></ul></ul><ul><ul><li>Email to Idea - BlueWolf </li></ul></ul>* Limited Release – Available after Dreamforce ** Limited Release – Available early December *** Available with Visualforce Pages but not in the standard UI    
  10. 11. Greatly Reduce Barriers to Participation
  11. 12. Syndicate Content Across the Web
  12. 13. Content Indexed by Google
  13. 14. Look At Ideas.com – Find Your Inspiration <ul><li>Example Communities </li></ul><ul><ul><li>Product Feedback </li></ul></ul><ul><ul><li>CRM Rollout </li></ul></ul><ul><ul><li>Cost Cutting Ideas </li></ul></ul><ul><ul><li>Dashboard Gallery </li></ul></ul><ul><ul><li>Green Office </li></ul></ul><ul><ul><li>Sales Feedback and Discussions </li></ul></ul><ul><ul><li>Marketing Department </li></ul></ul><ul><ul><li>IT Department </li></ul></ul><ul><ul><li>Employee Services </li></ul></ul><ul><li>Customer Communities </li></ul><ul><ul><li>Salesforce IdeaExchange </li></ul></ul><ul><ul><li>Dell IdeaStorm </li></ul></ul><ul><ul><li>My Starbucks Idea </li></ul></ul><ul><ul><li>Network Solutions </li></ul></ul><ul><ul><li>Fair Isaac </li></ul></ul><ul><ul><li>Model Metrics </li></ul></ul>Anonymously browse the site or login post ideas, vote, and join the discussion
  14. 15. Vida Killian IdeaStorm Manager
  15. 16. LEADERS will enter and become RELEVANT in conversations that occur EVERY DAY in EVERY LANGUAGE all around THE WORLD about their company or product Companies that cling to the past may not realize it, but they will lose relevance.
  16. 17. “ These conversations are going to occur whether you like it or not. Do you want to be part of that or not? My argument is you absolutely do. You can learn from them. You can improve your reaction time. And you can be a better company by listening and being involved in that conversation.” Michael Dell, BusinessWeek
  17. 18. DELL’S DIGITAL MEDIA vision : Engage in relevant conversations with our customers online 24/7, worldwide in all major languages.
  18. 19. Digital Momentum Grows What’s Next? Benefit Example
  19. 20. The Story behind IdeaStorm
  20. 21. “ A company this size is not going to be about a couple of people coming up with ideas. It’s going to be about millions of people and harnessing the power of those ideas.” -Michael Dell
  21. 22. IdeaStorm <ul><ul><li>>10,000 ideas generated by the community </li></ul></ul><ul><ul><li>615,000 promotions of ideas </li></ul></ul><ul><ul><li>81,000 comments </li></ul></ul><ul><ul><li>>200 ideas Implemented by Dell </li></ul></ul><ul><ul><li>Average 10,000 unique visitors/day </li></ul></ul>OBJECTIVE: Encourage ideas, feedback, input and dialogue RESULTS: www.ideastorm.com
  22. 23. <ul><li>Feb. 16, ‘07: 1 st idea submitted - Home technology makeover show </li></ul><ul><li>May ’07: First BIG idea implemented - Dont eliminate XP just yet </li></ul><ul><li>Oct. ’07: IdeaStorm gets its own blog </li></ul><ul><li>Nov. ’07: IdeaStorm upgraded with new look and colors </li></ul><ul><li>April ’08: Storm Room added to the Dell Community Forum to provide a place for IdeaStorm members to carry on conversations not directly related to ideas </li></ul><ul><li>Sept. 11, ‘08: 10,000 th idea is Glass Across Entire Screen </li></ul><ul><li>Oct. ‘08: Upgrade to SFDC Ideas 2.0 Platform </li></ul><ul><li>Nov. ’08: IdeaStorm widgets for portability to other communities </li></ul><ul><li>2009: Further Idea Collaboration & Storms expansion – private Storms, other languages, PremierStorm </li></ul>IdeaStorm Timeline
  23. 24. IdeaStorm a rough breakdown ~4% INNOVATIVE Possible game changing ideas. <ul><li>~80% IMPROVEMENTS </li></ul><ul><li>Includes both incremental ideas for next generation products as well as improvements to existing products and services. </li></ul><ul><li>Use existing Ideas Management process to work. </li></ul>~12% UNUSABLE No action needed.
  24. 25. Breakdown of 200 Ideas Implemented
  25. 26. Case Study – Latitude (August 2008 ) COLOR OPTIONS A LITTLE ZING TO BUSINESS LAPTOPS BACKLIT KEYBOARD FOR WORKING IN THE DARK DELL CONFIDENTIAL 13.3-INCH DISPLAY COMPACT, BUT BIG ENOUGH TO FIT A FULL-SIZED KEYBOARD UNDERNEATH BETTER BATTERY LIFE UP TO 19 HOURS ON A SINGLE CHARGE FINGERPRINT READER EXTRA SECURITY APPEASES JITTERY MANAGERS eSATA PORT LETS USERS CONNECT EXTERNAL HARD DRIVES AT FAST SPEEDS
  26. 27. Be prepared for the initial spike of ideas Source: http://blogs.salesforce.com/ideas/2008/07/what-should-we.html <ul><li>Moderation is critical! </li></ul><ul><li>Dell received 2,000 ideas in first 2 weeks </li></ul><ul><ul><li>Community expects immediate response/engagement </li></ul></ul>
  27. 28. Understand expectations Customers DELL CONFIDENTIAL Customers and Employees Positive Experience Action taken on Ideas Recognition WHO WHAT HOW Timely Feedback Dell (SME) Participation Idea Status Explanation Updated Site Business Review PR Support Onsite Events “ Thank You”
  28. 29. Provide regular updates <ul><li>Beginning - Updates were sporadic </li></ul><ul><li>Today - A dedicated blog with updates every 2 weeks </li></ul>
  29. 30. Understand expectations business partners DELL CONFIDENTIAL Internal Business Partners Positive Experience Executive Support Defined Process WHO WHAT HOW Timely Accurate Reporting Access to Data Alignment with Strategic Plans Informed Execs Business Champions Professional Development Communication Support
  30. 31. <ul><li>PULL </li></ul><ul><ul><li>Engaged Business Partners </li></ul></ul><ul><ul><li>Regularly on site reviewing ideas and comments </li></ul></ul><ul><ul><li>Have Dell Login to the site to engage in conversations </li></ul></ul><ul><ul><li>Provide access to Reporting and Idea Management Tool </li></ul></ul><ul><ul><li>They update Central Team on idea Status changes </li></ul></ul><ul><li>PUSH </li></ul><ul><ul><li>Areas that don’t have time. Only want to review top ideas relevant to them. </li></ul></ul><ul><ul><li>Won’t ask – need to be told. </li></ul></ul><ul><ul><li>Provide regular reporting at appropriate time (i.e. – Product Planning cycles) </li></ul></ul><ul><ul><li>Involve with urgent or highly voted ideas that need official response </li></ul></ul>Idea management
  31. 32. Final Thoughts <ul><li>Expect and accept negative comments </li></ul><ul><li>Community wants to hear from Subject Matter Experts </li></ul><ul><li>Transparency is key – must walk the fine line with sensitive information </li></ul><ul><li>Both push and pull methods for idea management need executive support </li></ul><ul><li>Reporting and visibility to ideas is key to business engagement </li></ul><ul><li>Internal input is as important as external input </li></ul><ul><li>Ideas augment other customer feedback </li></ul><ul><li>Ideally manage ideas in the same process as focus groups, customer visits, surveys, etc. </li></ul>
  32. 33. Key Coordinates <ul><li>www.dell.com /community </li></ul><ul><li>www.ideastorm.com </li></ul><ul><li>[email_address] </li></ul>QUESTIONS?
  33. 34. Matthew Guiste Program Manager, MyStarbucksIdea.com
  34. 36. Agenda <ul><ul><li>Why did you create MSI? </li></ul></ul><ul><ul><li>And how do/did you: </li></ul></ul><ul><ul><ul><li>Launch MSI? </li></ul></ul></ul><ul><ul><ul><li>Keep the community engaged? </li></ul></ul></ul><ul><ul><ul><li>Create action? </li></ul></ul></ul><ul><ul><ul><li>Communicate results? </li></ul></ul></ul><ul><ul><ul><li>Keep the team engaged? </li></ul></ul></ul><ul><ul><ul><li>Measure results? </li></ul></ul></ul>
  35. 37. MSI Was Established to Fill a Need for Dialogue Customer Contact Center Online Surveys Passion Panel Customer Voice Focus Groups PartnerView Survey Promotional Websites (e.g., itsredagain.com) Mission Review External Websites (e.g., StarbucksGossip.com) Partners Customer s Both Current communications Customer Comment Cards Starbucks.com Partner Portal In-Store Experience Before MSI: many touch points, no meaningful dialogue
  36. 38. Company Involvement Structure <ul><li>Community Moderators (Idea Partners) </li></ul><ul><ul><li>30-40 throughout the organization, 2 hours per week is asked </li></ul></ul><ul><ul><li>2-3 per department (Beverage, Card, Food, Human Resources, etc), MSI responsibilities are on top of regular role </li></ul></ul><ul><ul><li>Two primary functions: respond to community and review/promote ideas </li></ul></ul><ul><li>Leads (Generally the manager of the Idea Partners, usually VPs) </li></ul><ul><ul><li>1 per department </li></ul></ul><ul><ul><li>Two functions: support time commitment for Idea Partners, implement or promote ideas that are favorably reviewed </li></ul></ul><ul><li>Executive Level (C-level) </li></ul><ul><ul><li>Support or approve action on compelling ideas </li></ul></ul>This structure has generally worked well, still in place today
  37. 39. Initial Marketing Efforts and Results NY Times Homepage Dual Marquis The “bug” on Starbucks.com Starbucks Cardholder email blast and banner 99% of lifetime traffic is unpaid Banner Ads Launch Only (the only paid marketing) Email Blast Starbucks.com Bug on every page In-Store Signage from 3/20-5/12 Shareholder Meeting 6,000 mouse pads, interactive booth, part of the transformational agenda Headquarters Signage
  38. 40. Philosophy: How we think about engagement Today we’ll talk mostly about 1 and 2
  39. 41. Ideas In Action Process MSI is a way of doing business, Not a one-time event Idea Partners Gather Information Ideas are vetted Shared with Leads Leads help build Business case Presented to Executive Team for approval Blog post announcing decision
  40. 42. Involving Executive Level Leaders Tip: You’ll get more Leads support if you use Ideas to support their goals Top Issues & Recommendations Action Scorecard NOTE: “Top Issues” are the highest vote getting and most passionate issues across all categories <ul><li>Keep Executives Informed </li></ul><ul><li>Support Initiatives for Individual Business Leaders </li></ul><ul><ul><li>Compile data for business cases </li></ul></ul><ul><ul><li>Use MSI reporting process to elevate or amplify proposals </li></ul></ul><ul><li>Issue Recommendation </li></ul><ul><li>PPR/Bold Coffee after noon Expect to post new update shortly </li></ul><ul><li>Recycling (white cups) Need Executive sponsorship of well-defined program </li></ul><ul><li>More customer-friendly WiFi Monitor response in Canada, consider adopting in US </li></ul><ul><li>Automated ordering Find leader for project to look at short-term wins within current systems </li></ul><ul><li>Loyalty Program Proceed with current Gold Card plan, inviting top 100 MSI community members to participate for free. </li></ul><ul><li>Bigger Personal Cup Discount Announce the plan to move to $0.25, ASAP. </li></ul><ul><li>Great Conversations Continue current efforts </li></ul>NOTE: “Top Issues” are the highest vote getting and most passionate issues across all categories Ideas: “ Under Review Ideas: “ Coming Soon” Ideas: “Launched” 35 14 19
  41. 43. Communicating Decisions <ul><li>Ideas in Action page (re-launched in August): </li></ul><ul><ul><li>Frequent “blog” posts on actions taken—and further discussion </li></ul></ul><ul><ul><li>Sortable by a variety of methods </li></ul></ul><ul><ul><li>Authors from every level and department </li></ul></ul><ul><ul><li>Besides reporting action, a place to hone discussion </li></ul></ul>The single most important page on the site
  42. 44. Keeping the Discussions Strong <ul><li>Keeping Moderators engaged </li></ul><ul><ul><li>Frequent monthly contests </li></ul></ul><ul><ul><li>Formal recognition program (Moderator of the Month) </li></ul></ul><ul><ul><li>Informal recognition—reporting numbers, quarterly newsletter </li></ul></ul><ul><ul><li>Make it fun! “Passive Aggressive Post of the Week” </li></ul></ul><ul><li>Training and Mentoring Moderators </li></ul><ul><ul><li>Moderator handbook, formal training (functional and legal) </li></ul></ul><ul><ul><li>Resources for any question, and a Community Manager </li></ul></ul><ul><ul><li>Finding the right people to start with </li></ul></ul>Ongoing support is required
  43. 45. <ul><li>Goals </li></ul><ul><li>For Every 1,000 Visits </li></ul><ul><ul><li>5 Ideas </li></ul></ul><ul><ul><li>10 Comments </li></ul></ul><ul><ul><li>50 Logins </li></ul></ul><ul><ul><li>120 Votes </li></ul></ul><ul><li>Actual Results </li></ul><ul><li>For every 1,000 Visits </li></ul><ul><ul><li>44 Ideas </li></ul></ul><ul><ul><li>37 Comments </li></ul></ul><ul><ul><li>116 Logins </li></ul></ul><ul><ul><li>348 Votes </li></ul></ul>KPIs for You! Tip for estimating activity on your site: take x% of volume for the main site, use this as high and low bounds.
  44. 46. Key Learnings <ul><li>The conversation about your company will happen whether you like it to or not. Your only choice is whether to join it. </li></ul><ul><li>Great content trumps slick design: the MSI site is popular because it delivers relevant, interesting content. Still, people have a limit, especially your core. </li></ul><ul><li>“ Internet time” is much shorter than “company time”. </li></ul><ul><li>Even so, people understand some things take time. In the meantime, keep engaging, the written equivalent of a “head nod” goes a long ways. </li></ul><ul><li>Customers are willing to donate a ton of time to your company </li></ul><ul><li>A few “negative” leaders can tank an good conversation. Nip them in the bud. Conversations can turn quickly. </li></ul><ul><li>A community site like MSI is a good place to add context—complete and accurate information—to the ongoing public discussions. </li></ul><ul><li>A successful community like this requires a significant philosophical commitment from many levels of the company: a new level of transparency, a willingness to give up control, and a sustained commitment, to name just a few. </li></ul>
  45. 47. Further Discussion Contact: Matthew Guiste Email: [email_address] Website: www.MyStarbucksIdea.com , Facebook, LinkedIn Twitter: twitter.com/MyStarbucksIdea Don’t be shy.
  46. 48. Session Feedback Let us know how we’re doing and enter to win an iPod nano! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Additionally, please fill in the name of each speaker & score them on overall delivery. We strive to improve, t hank you for filling out our survey.
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